1. Leadership and the project manager
Chapter 4
Copyright ©2016 Pearson Education, Inc.

2. Chapter 4 Learning Objectives
After completing this chapter, students will be able to:
Understand how project management is a “leader- intensive” profession.
Distinguish between the role of a manager and the characteristics of a leader.
Understand the concept of emotional intelligence as it relates to how project managers lead.
Recognize traits that are strongly linked to effective project leadership.
Copyright ©2016 Pearson Education, Inc.

3. Chapter 4 Learning Objectives
After completing this chapter, students will be able to:
Identify the key roles project champions play in project success.
Recognize the principles that typify the new project leadership.
Understand the development of project management professionalism in the discipline.
Copyright ©2016 Pearson Education, Inc.

4. PMBOK Core Concepts
Project Management Body of Knowledge (PMBoK) covered in this chapter includes:
Responsibilities and Competencies of the Project Manager (PMBoK 1.7.1)
Interpersonal Skills of the Project Manager (PMBoK )
Manage Project Team (PMBoK 9.4)
Project Communications Management (PMBoK 10)
Manage Stakeholder Engagement (PMBoK 13.3)
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5. Leadership
“The ability to inspire confidence and support among the people who are needed to achieve organizational goals.” Project management is leader intensive!
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6. Leaders versus managers
Exchange of purpose
A right to say no
Joint accountability
Absolute honesty
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7. Differences Between Managers and Leaders (figure 4.2)

8. How the Project Manager Leads
Project managers function as mini-CEOs and manage both “hard” technical details and “soft” people issues.
Project managers:
acquire project resources
motivate and build teams
have a vision and fight fires
communicate
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9. Acquiring Resources Project are under funded for a variety of reasons:
vague goals
lack of top management support
requirements understated
insufficient funds
distrust between managers
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10. Purpose of Meetings Define project and team players.
Provide an opportunity to revise, update, and add to knowledge base.
Assist team members in understanding role in project as part of whole and how to contribute to project success.
Help stakeholders increase commitment to project.
Provide a collective opportunity to discuss project.
Provide visibility for project manager’s role.
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11. Communication (table 4.1)
It is critical for a project manager to maintain strong contact with all stakeholders. Project meetings feature task-oriented and group maintenance behaviors.
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12. Communication (table 4.1)

13. Characteristics of an effective project manager
Leads by example
Visionary
Technically competent
Decisive
A good communicator
A good motivator
Stands up to top management when necessary
Supports team members
Encourages new ideas
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14. Characteristics of project managers who are not leaders
Personal Flaw
Organizational Factors
Sets bad example
Not self-assured
Lacks technical expertise
Poor communicator
Poor motivator
Lack of top management support
Resistance to change
Inconsistent reward system
A reactive organization rather than a proactive, planning one
Lack of resources
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15. Leadership & Emotional Intelligence
Emotional intelligence refers to leaders’ ability to understand that effective leadership is part of the emotional and relational transaction between subordinates and themselves.
Five elements characterize emotional intelligence:
Self-awareness
Self-regulation
Motivation
Empathy
Social skills
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16. Traits of Effective Project Leaders
One study on effective project leadership revealed these common characteristics:
Credibility
Creative problem-solver
Tolerance for ambiguity
Flexible management style
Effective communication skills
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17. Essential project management abilities
Organizing under conflict
Experience
Decision making
Productive creativity
Organizing with cooperation
Cooperative leadership
Integrative thinking
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18. What are Project Champions?
Champions are “fanatics” in the single-minded
pursuit of their pet ideas.
Champions can be:
creative originator
entrepreneur
“godfather” or sponsor
project manager
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19. Nontraditional Duties
Champion Roles
Traditional Duties
technical understanding
leadership
coordination & control
obtaining resources
administrative
Nontraditional Duties
cheerleader
visionary
politician
risk taker
ambassador
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20. Creating Project Champions
Identify and encourage their emergence.
Encourage and reward risk takers.
Remember the emotional connection.
Free champions from traditional project management duties.
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21. New Project Leadership
Four competencies determine a project leader’s success:
Understand and practice the power of appreciation.
Remind people what’s important.
Generate and sustain trust.
Align with the leader.
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22. Right management choices in international setting
Develop a detailed understanding of the environment.
Do not stereotype.
Be genuinely interested in cultural differences.
Do not assume there is one way (yours) to communicate.
Listen actively and empathetically.
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23. Project Management Professionalism
Project work is becoming the standard for many organizations.
There is a critical need to upgrade the skills of current project workers.
Project managers and support personnel need dedicated career paths.
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24. Creating Project Managers
Match personalities with project work.
Formalize commitment to project work with training programs.
Develop a unique reward system.
Identify a distinct career path.
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25. Summary
Understand how project management is a “leader intensive” profession.
Distinguish between the role of a manager and the characteristics of a leader.
Understand the concept of emotional intelligence as it relates to how project managers lead.
Recognize traits that are strongly linked to effective project leadership.
Copyright ©2016 Pearson Education, Inc.

26. Summary
Identify the key roles project champions play in project success.
Recognize the principles that typify the new project leadership.
Understand the development of project management professionalism in the discipline.
Copyright ©2016 Pearson Education, Inc.